TJTS568 Global Information Systems: Introduction to Global - - PowerPoint PPT Presentation

TJTS568 Global Information Systems:

Introduction to Global Information Systems – A Helicopter View

• Prof. Dr. Jan M. Pawlowski

& Henri Pirkkalainen 09.09.2013

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Global Information Systems, University of Jyväskylä (JYU)

Focus area Global Information Systems (GLIS) Knowledge Management & E-Learning Internationalization / Globalization; support of globally distributed groups Cultural aspects for learning and knowledge management Support through Information and Communication Technologies Standardization, Quality Management and Assurance for E-Learning Adaptive Systems

Projects OpenScout: Management education in Europe and North Africa as application field for open content COSMOS / Open Science Resources: Exchange of Scientific Content ASPECT: Open Content and standards for schools iCOPER: New standards for educational technologies Nordlet: Nordic - Baltic community

• f Open Educational Resources

Exchange LaProf: Language Learning Open Educational Resources for Agriculture

Global Information Systems, University of Jyväskylä The Team

Kati Clements Denis Kozlov Jan M. Pawlowski Philipp Holtkamp Henri Pirkkalainen

Contents

Motivation – Introductory Scenario – Expectations Outlook on the Course Global Information Systems – Definition and Scope – Examples – Questions, problems, opportunities

[Source: http://www.engrish.com/]

A First Scenario

Source: [http://commons.wikimedia.org/] Project Idea & Management Specification, Realization, Documentation Sales, Distribution, Usage, Evaluation Cooperation

Sample: yahoo.co.kr

Sample: yahoo.de

Course Organization

Introduction, Introduction to the group work Cultural aspects Global Information Systems: Framework and Design Approaches Globally Distributed Teams Localization and Internationalization User Interface Design Competences for global workers Tools and Technologies Case Study

Approach

Course outline – Lectures – Assignment / Case Study & Presentation – Final examination Interaction & Discussion – Preparation: Slides, readings & recent papers – Preparation (2): Questions on Papers – Questions: E-Mail, Forum, Skype (jan_m_pawlowski)

Important notes

Register for one group in Korppi If you decide not to do the course, unregister until 24.09.2013 Exam: 50%, Case Study 50% – Both have to be passed

What can you expect?

Analyze and evaluate management and development problems in globally distributed

• rganizations

Decide whether an information system should be build in an international environment To identify differences in culture in general, in management and communication To design and develop systems to be used in a international context To evaluate systems’ adaptation and adoption

Characteristics

Economical, organizational, technological factors Strategy and management of globally distributed processes Communication in distributed teams Coordination of geographically distributed processes Technical infrastructure Usability Cultural issues Domain specific issues … Decisions: Outsourcing (Organization), Offshoring (Location), … Competencies: Management, cooperation, cultural issues

Definitions

Global Software Development (GSD): Developing software in geographically distributed teams Global Information Systems (GLIS) are systems produced and/or used in a global context GSD ⊆ GLIS

Interaction point #1

Discuss in groups which aspects make global information systems development challenging.

Motivators (Sangwan, 2006)

Limited trained workforce Differences in development costs Shorter production life-cycle through shift models Technological advancements Closeness to target markets

Some facts on outsourcing (1)

[Source: DiamondCluster 2005: Global IT Outsourcing Study http://diamondconsultants.com/PublicSite/ideas/perspectives/downloads/Diamond 2005OutsourcingStudy.pdf]

Some facts on outsourcing (2)

[Source: DiamondCluster 2005: Global IT Outsourcing Study http://diamondconsultants.com/PublicSite/ideas/perspectives/downloads/Diamond 2005OutsourcingStudy.pdf]

Some facts on outsourcing (3)

[Source: DiamondCluster 2005: Global IT Outsourcing Study http://diamondconsultants.com/PublicSite/ideas/perspectives/downloads/Diamond2005OutsourcingStudy.pdf]

Influence Factors

CARMEL (1999) – Geographical dispersion – Loss of communication richness – Coordination breakdown – Loss of team awareness – Cultural differences

Influence Factors

EVARISTO (2003) – Trust – Level of dispersion – Type of stakeholders – Type of projects – Synchronicity – Complexity – Systems methodology – Perceived distance – Policy and standards – Culture

Success Factors

SANGWAN et al. (2006) – Reduce Ambiguity: e.g., processes, management, design – Maximize Stability: e.g., design specifications, informal communication – Understand dependencies : e.g., temporal, functional, technical – Facilitate coordination: e.g., guidelines, standards, meetings – Balance flexibility and rigidity: e.g., working culture, decision making

Lessons Learned - 1 (Prikladnicki, 2003)

Project management and, in particular, risk management need additional effort and steps The existence of a well-defined software development process is responsible for many advantages in distributed projects Knowledge management stimulates the information sharing and stimulates the learning from experience Requirements engineering is the main challenge for the software development process point of view

Lessons Learned - 2 (Prikladnicki, 2003)

The planning phase is important to organize and manage the distributed projects properly The investment in recruiting and training global teams can minimize the difficulties related to the nontechnical dimension Tools can act as a facility in the distributed interaction Distributed Software Development is a maturity process

Sample scenarios (by location)

Offshore outsourcing of software development / programming – Main aspects: coordination, communication Software development for multiple markets / countries / cultures – Main aspects: Culture, systems / interface design

Key Concepts: Enterprise Unified Process

[Source: http://www.enterpriseunifiedprocess.com/]

Key concepts: Hofstede’s “Dimensions

• f Culture”

Analysis dimensions Power distance index (PDI): Common position to diversities within a country and the people’s position towards authorities. individualism-index (IVD): Degree, to which individuals in a country wish to be free from dependencies to other persons and the authorities masculinity index (MAS): Degree to represent gender-roles as part of common norm, school, family and workplace as well as politics Uncertainty avoidance index (UAI): How do individuals feel threatened by uncommon or insecure situations Long term orientation (LTO): Time-orientation

• f a society (e.g., planning horizon)

Distributed Teams: Issues

Staffing: Finding, selecting and initiating virtual teams Coordination of tasks and dependent work items Communication between teams Cultural aspects, barriers, and solutions

Key Concepts: Distributed teams

Managing cultural differences Considering adjustment to calculate productivity and potential difficulties Phases of cultural adjustment – Enthusiasm – Conflict Stage – Integration Stage – Adaptation Stage

Definitions: Internationalization

Internationalization (I18N) is the process of generalizing a product so that it can handle multiple languages and cultural conventions without the need for redesign. Internationalization takes place at the level

• f program design and document

development (W3C, 2007) Localization (L10N) is the process of taking a product and making it linguistically and culturally appropriate to a given target locale (country/region and language) where it will be used (W3C, 2007)

Key Concepts: Competences

Domain specific competences focusing on domain competences adapted for the international context. ICT competences / Literacy ranging from basic computer skills and skills to

• perate different programs to more complex knowledge about IT

Architectures, Security and Management and Information retrieval. Project Management and Leadership competences, which could also be referred to as Coordination competences, covering areas such as basic business competences, team management and work distribution. Collaboration and Knowledge Management competences including knowledge sharing and transfer as well as work attitudes in an international team. Communication competences which focus strictly on the exchange of messages and information in verbal and written form including choice of communication style and management of communication. Intercultural competences including cultural awareness and understanding

• f cultural differences.

Internationalization Competences Communication Collaboration Project Management

• Ability to communicate

sensitively taking into account

• ther personalities and cultures
• Ability to listen to others and

consider their thoughts

• Ability to communicate clearly

and articulately

• Ability to focus on key points

during communication

• Ability to build national and

international relationships and networks on a professional level

• Ability to share information and

knowledge with the team

• Ability to collaborative problem

resolution

• Ability to understand other

peoples perspectives, needs and values

• Ability to manage own work
• Ability to use other peoples

expertise and knowledge

• Ability to take responsibility
• Ability to make decisions

Culture ICT

• Foreign language skills (e.g. English)
• Understanding of the influences and implications culture has in work life
• Ability to adjust to different cultures
• Ability to evaluate perspectives, practices and products from multiple cultural perspectives
• Ability to align ICT with the business requirements
• Understanding of importance and limitations of different information sources
• Ability to find quality information with the help of ICT
• Ability to identify problems with ICT

IS Competences Related Subject Competences

influence influence

Business … Subject A Subject C Subject B Subject D … …

User Interface Design

Aspects to consider (Marcus, 2001) Metaphors: Fundamental concepts communicated via words, images, sounds, and tactile experiences. Concepts of pages, shopping carts, chatrooms, and blogs (Weblogs) are examples. The pace of metaphor invention and neologism will increase because of rapid development, deployment, and distribution through the Web. Mental models: Structures or organizations of data, functions, tasks, roles, and people in groups at work or play. Content, funtion, media, tool, role, and task hierarchies are examples. Navigation: Movement through the mental models, i.e., through content and tools. Examples include dialogue techniques such as menus, dialogue boxes, control panels, icons, tool palettes, and windows. Interaction: Input/output techniques, including feedback. Examples include the choices of keyboards, mice, pens, or microphones for input and the use of drag-and-drop selection/action sequences. Appearance: Visual, auditory, and tactile characteristics. Examples include choices of colors, fonts, verbal style (e.g., verbose/lterse or informal/formal), sound cues, and vibration modes.

Collaboration tools

Collaborative tools – Development environment – Administration tools – Workflow tools – … Virtual management tools – Document library – Shared calendar – Online meetings (video- / phone conferencing) – Online scheduling and planning – Discussion forum – Awareness tools (IM, location-based tools) Knowledge management tools

Summary

Wide field with a variety of approaches Different scenarios leading to different solutions Some influence factors are common to all approaches, e.g., – Communication / coordination – Stakeholder – Infrastructure / systems architecture – Culture

Questions

How can global software development processes be classified? Which factors affect the development process? Which advantages / disadvantages do you expect from a distributed development process?

References

Prikladnicki R, Audy J, Evaristo R (2003): Global software development in practice lessons learned. Software Process: Improvement and Practice, 8(4):267–281 Sangwan, R., Bass, M., Mullick, N., Paulish, D.J., Kazmeier,

• J. (2006): Global Software Development Handbook, Auerback

Publications, 2006. ISBN: ISBN:0849393841 Karolak, D.W. (1998): Global Software Development: Managing Virtual Teams and Environments (Practitioners)- ISBN-10: 0818687010 Avgerou, C. (2002): Information Systems and Global Diversity, Oxford University Press, Oxford, 2002. ISBN-10: 0199240779 [GSD 2004] Proceedings of the 3rd International Workshop

• n Global Software Development, Co-located with ICSE

2004, Edinburgh, Scotland, May 24, 2004 (available for download) Kruchten, P.: Analyzing Intercultural Factors Affecting Global Software Development – A Position Paper, In: [GSD2004], pp. 59-62

References

Carmel, E. (1999): Global Software Teams: Collaborating Across Borders and Time Zones (High Performance Cluster Computing) - ISBN-10: 013924218X Garton, C., Wegryn, K. (2006): Managing Without Walls: Maximize Success with Virtual, Global, and Cross - Cultural Teams, MC Press, US, 2006. Äijö, T., Kuivalainen, O., Saarenketo, S., Lindqvist, J., Hanninen, H. (2005): Internationalization Handbook for the Software Business; The Model of Internationalization Paths & Internationalization Workbook, Centre of Expertise for Software Product Business, 2005. More references in each unit

Contact Information

• Prof. Dr. Jan M. Pawlowski

jan.pawlowski@jyu.fi Skype: jan_m_pawlowski Office: Room 514.2 Telephone +358 14 260 2596 http://users.jyu.fi/~japawlow

Henri Pirkkalainen

henri.j.pirkkalainen@jyu.fi Office: Room 511.1 Telephone +358 400247684